digital evolution in b2b marketing

The Digital Evolution in B2B Marketing13 September 2012Peter Pickus and Shelley West

CEB Marketing Leadership Council®

A FrAmework For member ConversAtions

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legAl CAveAt

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© 2013 The Corporate Executive Board Company. All Rights Reserved. MLC5230013SYN 3

ROAD MAP FOR THE PRESENTATION

rethinking talent and structure

B2B Marketing’s New Mandate

About our research Q&A


Sources of Information Customers Use Customers’ Progress in Purchase Decision-Making Before Engaging Sales

DON’T CAll US, WE’ll CAll YOU…OR NOT

47% Suppliers

22% Third-Party

Consultants/Evaluators/Experts

23% Colleagues or Other

Customers

8% Other Sources

n = 545. n = 1,399.

Customer Due Diligence Begins

PurchaseCustomer’s First Serious Engagement

with Sales

57% Complete

Source: CEB Marketing Leadership Council 2012 Customer Purchase Decision-Making survey; CEB Marketing Leadership Council 2011 Customer Purchase Research survey.

DERF 12-3714

Catalog # mlC3561412syn

Title

Customers increasingly look to non-supplier sources to guide purchase decisions…

…and delay serious engagement with Sales while self-diagnosing their problems.


ENgAgINg CUSTOMERS WHEREvER YOU CAN

DERF 12-3714


Title

Broad-based efforts in content and digital marketing have helped restore engagement…

…boosting key performance metrics and helping identify sales opportunities earlier.

Marketing Objectives: Awareness, Attention, and Engagement

Performance metrics ■ Website Traffic ■ Time on site ■ Social connections ■ Newsletter subscribers ■ E-mail click-thrus ■ Content downloads ■ Event attendance ■ Lead pipeline

ContentContent

ContentContent

Content

ContentContent

Ads

Ads

Ads

Ads

Ads

Ads

Ads

Ads

Ads

Ads

Ads

Ads

Content

ContentContent

Content

Content

Content

Content

ContentContent

Content

ContentContent

Content

ContentContent

Content

Content

Content

Content

Content

Content

Content

Content

Content

Content

Content

Content

Content

Your ContentYour Content

Your Content

Your Content

Your Content

Your Content

Your Content

Your Content

Your Content

Your Content

Your Content

Your Content

Your AdsYour Ads

Your AdsYour Ads

Your Ads

Your Ads

Your Ads

Your Ads


Overall Performance of Digital Efforts Perceived Effectiveness of lead generation

YOUR RESUlTS MAY vARY

Unfortunately, many marketers have seen only the intermediate benefits from these efforts, but not the economic impact.

DERF 12-3714


Title

Marketing Report Card

Web Traffic A

E-mail Open Rates B+

Content Downloads B

Leads B

Connections and Subscribers

B

Business Report Card

Quality Leads C

Conversion Rates D

Topline Growth F

Reduced Price Pressure

F

5–Superior

3–Adequate

1–WeakMarketing Sales

n = 1,395 Sales and Marketing professionals from 43 B2B companies.

2.67 2.56


Significant Changes in Hi-Per Rep Behaviors

THE CHAllENgER SAlE

Effective sales reps focus on challenging key assumptions underlying customers’ points of view (and their purchase decision-making criteria) to push more deals in their favor.

DERF 12-3714


Title

Original Purchase: ■ Customer Set Criteria ■ Deciding Factor: Price

Disrupted Purchase: ■ Supplier Guided Criteria ■ Deciding Factor: Performance on Supplier Criteria

Disrupt customer thinkingHigh-performing reps reset buyer criteria by challenging customer assumptions.

2

1 Engage customers earlyHigh performers are getting in early to find and nurture their own leads.


0.446

0.302

0.013

(0.047)

(0.096)

Drivers of Changing a Buyer’s Direction Customer Journey on Marketing-Engineered Disruptive Path

MARkETINg’S NEW MANDATE: SET CUSTOMERS UP FOR DISRUPTION

DERF 12-3714


Title

Progressive marketers seek to teach customers and reset their purchase criteria…

…with a focused and interconnected path of content and marketing efforts.

Teaching the Customer Something New About Their Own

Business Needs or Challenges

Providing the Customer with Compelling Reasons Why It Was

Necessary to Take Action

Representing a Smart/Expert Perspective

Being Easy to Understand

Being Accessible/Quick to Find

n= 545.

Content

ContentContent

Your Content

Your Content




Your ContentYour ContentContent

Content

Content

Content

Content

Content

Content

Content

ContentContent

Content

Content

Content

ContentContent

Content

Content

Content

Content

Content

Content

Content

Content

Content

Content

ContentContent

ContentContent

Content

ContentContent Content

Content

Ads

AdsAds

AdsAds

Ads

Ads

Ads

Ads

AdsAds

Your Ads

Your Ads Your AdsYour Ads

0.013

(0.096)

0.302

(0.047)

0.446



Rethinking Talent and Structure

b2b marketing’s new mandate



Diff used Content Eff orts Digital Tactics Optimized in Siloes

NOT FIT FOR PURPOSE

DERF 12-3305


Title

Dispersed and loosely guided content eff orts lack coherence and interconnectedness…

…while siloed digital tactics optimize to individual goals, not collective customer impact.

Business lines

The MarketSales

Corporate Communications

Marketing

Partners

IT/Web

SEO SocialMedia

PaidSearch

CustomerCommunities

OnlineAds

Str

ateg

y

Str

ateg

y

Str

ateg

y

Str

ateg

y

Str

ateg

y

Measu

remen

t

Measu

remen

t

Measu

remen

t

Measu

remen

t

Measu

remen

t


ORgANIzATIONAl CONTENT gOvERNANCE

DERF 12-3305


Title

Leading marketers appoint central content experts to advise business units in content production and facilitate cross-business activation in the marketplace.

Info

rmat

ion,

Exp

erie

nce,

Co

nten

t

Enterp

rise Strategy and

Activatio

n

Central Marketing

Content Team

Content Team Roles

■ synthesize and integrate “raw” content.

■ Provide advice and frameworks to business units.

■ Provide editorial recommendations for digital content.

■ support demand generation campaigns.

Business Unit Marketing




38 CSC WORLD | SUMMER 2012

200

9

2010

2015

2020

BY THE NUMBERS

BIG DataBIGGERPOtENtIaLonce you get your mind around just how big our data has become, the next trick is to open your mind to the possibilities created by having all that data.

the industry term is Big data, but it really ought to be called huge data or perhaps Ginormous data. In 2011, the total data that had been created was 1.8 zettabytes. A zettabyte is a tril-lion gigabytes, or sextillion bytes. By 2020, IdC expects annual data generation to increase 4,300% from 2009, with total data produced to be around 35 zettabytes.1

more than 70% of the data is generated by individuals, and herein lies the opportunity for enterprises: to access this data, combine it with the enterprises’ data and analyze it all for new insights. emC says the number of customers storing a petabyte (1 million gigabytes) or more was 1,000 in 2010, and estimates that it will be 100,000 customers before the end of the decade.

think about how much data you generate every day. You take a picture and store it in the cloud. maybe you post a video on Youtube. Certainly you make a few purchases on your credit card, send email, browse more than a few websites or post a tweet. now multiply those actions by billions of people. Add in data generated by sensors, from weather satellites in space, to manufacturing sensors on a factory floor, to sensors on the ocean floor, to sensors in your car.

An exabyte here, an exabyte there, and pretty soon you’re talking about really massive data.

Getting to informationthey say that information is power, but information shouldn’t be confused with data. Power comes from mining the data to get at the information it contains. that’s where things get interesting.

most of the data we are generating and will continue to generate is called “unstructured” data. that means that much of it doesn’t fit neatly into the fields of a relational database. unstructured data is less rigid, less ordered and more interrelated than traditional data. All those photos, videos and passages of text fall into this category.

Given the volume, variety and velocity of data, the tools for analysis are changing. more people can peer into the data in more ways for more meaning. Analytics is no longer confined to a few people working with a subset of data on a small analytics server off in a corner.

today analytics is moving to center stage as more people can access the tools and analyze all the data, leveraging data from multiple sources and unleashing the power of a distributed grid of computing resources to do the heavy lifting involved in the analysis.

Analytics is now moving to the “predictive edge,” where the analysis is more time-sensitive and closes in on real-time results, as CsC’s William Koff and Paul Gustafson write in their research report, “data revolution.”

practical usesone example they highlight is insurance fraud analysis. In the past, companies may have run fraud analysis every two months — which may have meant that fraudulent claims had already been paid. With Big data tools, insurance companies can run those analyses twice a day, catching fraudulent claims in hours.

the production of data is expanding at an astonishing pace. experts now point to a 4300% increase in annual data generation by 2020. drivers include the switch from analog to digital technologies and the rapid increase in data generation by individuals and corporations alike.

Size of Total Data

Enterprise Managed Data

Enterprise Created Data.79zb

1.2zb

.96zb

.36zb

2012: customers will start storing 1 EB of information.

by Jeff Caruso

THE RApID GROWTH OF GLOBAL DATA

ACTIvATINg ORgANIzATIONAl POINTS OF vIEW

DERF 12-3305


Title

While business unit content may contain strong ideas… …content only comes to life when the central team diligently integrates and activates it.

Understanding Big Data

Analysis ParalysisBig Data in Healthcare

The Data RevolutionWhite Paper

60 pages

Idea qualityIdea relevanceConnectedness of related ideasAudience engagement

Shift to pan-organizational perspectives and web centers

Shift to visual, interactive, and mobile formats


Campaign-Based Integration Ongoing Digital Integration

A PROCESS FIx CAN ONlY gO SO FAR…

DERF 12-3305


Title

While campaign planning frameworks are useful for intermittent collaboration…

…the next threshold of digital performance requires continuous, collective management.

August November

Paid Search

External Communities

Organic Search

Blogs and Communities

Social Media Platforms

Web sites

Content Assets

Online Properties

linear Workstreams

CrossTeam Checkpoint Meetings

Ongoing Interactive Workstreams

Define launch Objectives

Concept Testing

Event Plan

vertical Imagery

Trade Show Plan


A COllECTIvIST APPROACH

DERF 12-3305


Title

EMC pulls together dispersed specialists into one team supported by an integrated listening platform to enable a more collective management approach.

vP, Central Marketing

Communities: ■ EMC customer communities

■ Employee communities ■ Incentives programs

Media: ■ Paid Search ■ Site Optimization ■ Other Paid Media

Marketing Sciences: ■ Data Quality ■ Analytics ■ Optimization

Social Nurturing Program

Social Media: ■ Social media platforms ■ External communities ■ Enablement and policy

Newly Formed

Integrated listening Command Center


Impact on Realizing Business value from Data key Human-Centric Analytic Responsibilities

BUT WHAT ABOUT OUR SIlOED DATA?

Emphasis on system investments and data governance may obscure an underlying truth…

…that insights and action logic are primarily based on smart, thorough human analysis.

Information Availability

Information Quality and Usefulness

Analytical Skills and Capability

Model Building Experiment Design

Interpretation Decision Support

Under-Funded Data Imperatives: ■ Acquiring the right minds ■ Unburdening high performers ■ “Integrating” analytics staff

Source: CIO Executive Board research (a division of CEB).

5%

27%

68%


kEY TAkEAWAYS

Customers are self-diagnosing their problems and deciding on potential solutions before you know about it.

Sales’ and Marketing’s joint mandate: 1) get in earlier and 2) disrupt purchase criteria in your favor

Implications:

■ Pursue fewer, higher-impact ideas and more concentrated execution.

■ Don’t shortcut activation of the ideas and expertise you already have.

■ Formalize content roles and promote a publisher mindset, not just a marketer mindset.

■ Bring digital teams closer together—planning processes can support integration only so far.

■ Prioritize advancement of smart, disciplined human analysis over sophisticated tools and Big Data governance initiatives.





About Our Research Q&A


WHAT TO DO NExT

CEB Marketing Leadership Council and Google are pleased to off er the full research for free at CEBurl.com/digital-evolution.

The Digital Evolution in B2B Marketing Organizations

Research Conducted by

Marketing Leadership Council

In Partnership with


Output: 06:21PM Aug 29 2012

Modified 06:04PM Aug 29 2012

© 2012 The Corporate Executive Board Company. All Rights Reserved. MLC3413412SYN

www.executiveboard.comClient Site: www.mlc.executiveboard.com

The Digital Evolution in B2B Marketing Organizations

Research Conducted by

Marketing Leadership Council

In Partnership with

Marketing Leadership Council®

digital evolution in b2b marketing

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